...Taleo Case Study IBM Taps Taleo to Provide Recruiting Technology for Global Outsourcing Clients In today’s challenging economy, now more than ever, strategic recruiting must adapt to the business cycle. There are fewer requisitions and more candidates clamoring to fill them. And in large global organizations, there are competing challenges as well – multiple ERP systems; regional applicant tracking systems; organizational complexity driven by M&A, divestures and legal compliance. In times like these, many companies simply trim headcount and hope to wait out the storm. IBM sees this as a time to transform talent management for business, clients, and the world. IBM sees a vision of a smarter planet, one that is instrumented, interconnected and intelligent. It is putting this vision into action with solutions such as smarter energy grids, smarter traffic management and a smarter healthcare infrastructure. IBM believes that now— when the going is the toughest— is the time to invest in the future. Why? Because the companies that focus on value, exploit opportunities and act with speed will come out of these tough times the strongest and the most capable of competing and winning in the marketplace. This is precisely why IBM turned to Taleo when it decided to invest in Recruitment Process Outsourcing (RPO) in 2008. In 2004, IBM launched its Human Resource Outsourcing (HRO) practice to enable Fortune 500 clients to make the most of globally integrated workforces and drive better...
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...MARQUIS ROSABETH MOSS KANTER IBM: The Corporate Service Corps In February of 2009, Kevin Thompson, program manager for the IBM Corporate Services Corps sat down with Stanley Litow, Vice President of Corporate Citizenship and Corporate Affairs, and Robin Willner, Vice President of Global Community Initiatives at IBM. They had recently received the results of an independent evaluation of the first 100 participants in IBM’s new employee leadership development program called the Corporate Service Corps (CSC). The CSC was an international community service assignment for high-potential IBM employees and 2008 was its pilot year. 11 teams of IBM’s best global employees had been deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines and Vietnam. Each team had worked for a month on projects as diverse as digitizing the supply chain of the Ghanaian handicraft sector to establishing a strategic plan for the Davao City Chamber of Commerce in the Philippines that would maximize job creation among locally owned small businesses. IBM had high hopes for this program, both as a way to deliver social value to emerging markets, but also as an important strategic business initiative. As globalization had proceeded, IBM CEO Samuel J. Palmisano had focused extensively on making global integration successful and how the new business environment would require globalizing IBM from the “bottom-up.” The CSC was...
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...| | * Introduction This report is a case study on IBM from 1993 to the present. The reporters’ objectives were to define the problems within IBM in 1993; management tools used to remedy these problems; if these solutions will lead to a sustainable competitive advantage; and what kind of innovators IBM is and what streams of innovation IBM is involved with today. This report is from a managerial science perspective, with a focus on innovation. * * (Executive Summary This case involves IBM, an international computer hardware, software and services company. The head of this organization in 1993, since 1985, was John Akers. Akers was replaced that year by Louis V. Gerstner, Jr. During Akers’ reign, the company had gone from a workforce of 407, 000 in 1986 to 300, 000 in 1992 ; the stock had dropped from a peak in 1987 of $1757/8 to $25 (split adjusted) in 1993 ; and a loss of $2.8 billion in 1991 to be followed by a loss of $8 billion in 1993 . Akers’ effect on the structure of the company resulted in, among other things, two outcomes; 13 highly defined divisions that were theoretically autonomous from one another and many job losses. Gerstner was brought in to remedy IBM’s fiscal situation and bring IBM back into the black and back on top of their industry. Problems within IBM in 1993 Focus One of the most notable problems within IBM was their focus. It seemed that inter-politics within the organization overshadowed what should have been their prime directive: the customer...
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...IBM Case Study 1. What factors led to IBM’s success during the 1960s and 1970s and its problems during the late 1980s and early 1990s? Watson Jr. hit a home run when he invested $5 billion to develop the System/360 computer family, which utilized an integrated semiconductor chip and modular components. Taking full advantage of this innovative momentum, IBM debuted other products during that time which enabled the company to rise to the top of the IT industry. These products included hard and floppy disks, a new computer language and the company’s first personal computer. In the mid 1980s, IBM started to run into trouble when its returns and market share began to slide. Customer needs were changing and emerging technologies led to the demise of IBM’s main product focus—the mainframe. Customers were looking for interconnected mainframes and mobile personal computers with distributed data sources and applications. Instead of devising a strategy to satisfy customer demands and set itself apart from competitors, IBM chose to transition from a lease oriented business to a sales oriented business. This lack of customer focus was coupled with an inefficiently designed workforce that would rather fight with each other than work together. Additionally, the company was so successful in the past that no attempt was made to cut costs/expenses and identify/correct inefficiencies. Adding more salt to the wound was the fact that top level executives were so far removed from daily operations...
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...of the community service programs that have become an important part of IBM’s improvement for society is in their youth education programs. In 1994 IBM started a program called Reinventing Education which would use the expertise of IBM while costing IBM very little. Reinventing Education are projects that “seek innovative solutions to significant problems” by using IBM information technology. (Kanter, 2009) These programs primarily work to improve public education from pre-kindergarten to 12th grade by using information technology developed by IBM. The program was first started in the 1990’s in several urban school districts. As time went the program was expanded to include the following programs; KidSmart Early Learning, Pathways in Technology Early College High School, Reading Companion. These programs are not only on the United States but are in other countries where IBM operates. KidSmart Early Learning that works with children between the ages of 3 and 7 to help their early learning process. It is a program that focuses not only math and science skills but in social skills that are needed by making kids work together. This is a program that all that was needed was the computer stations to access the program. This is beneficial for by bringing technology to many “underprivileged areas of towns and cities worldwide.” (IBM, 2012) The Pathways in Technology Early College High School (P-Tech) is a high school in New York City that gives high school students skills that...
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...This case study shows that Western Digital deployed the Vigilant Information Systems to improve its business processes, quick response to customer changes and survive global industry. Western Digital is one of the leading manufacturers of hard drives globally. It was very important for them to change their business processes as well as change their customer services with ever changing cutting edge technology. Vigilant Information System implemented by Western Digital had enterprise vigilance capabilities for monitoring the internal processes and using the real time filtered information relevant for bringing improvement to its business. Vigilant Information System supports business intelligence applications to analyze data from various sources and management dashboards that automated the alerting process and provide the means for responding at different levels of enterprise. Whenever data is updated, the active database analyzes the data. If the present conditions are fulfilled, then the system will produce an alert. This reduces the response time. By deploying the vigilant information systems, Western Digital was able to track its business processes in all the departments, providing them with decision making capabilities and that to with corrective measures. Western Digital has various office locations and it was not possible for the managers to obtain the real time data of production, component inventories and availability of work station. After the deployment of Vigilant Information...
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...Case Report: IBM’s Knowledge Management Proposal for the Ontario Ministry of Education Executive Summary In the early 2000s, the Ontario Ministry of Education contracted IBM in order to find a solution to its poor knowledge management. After having examined the organization thoroughly, IBM consultants found five drawbacks: “much of the ministries’ knowledge was tacit, documented knowledge was difficult to locate and share, there were significant cultural issues that inhibited knowledge sharing, EDU has a week knowledge-sharing infrastructure, and managers could not readily identify experts in relevant fields”. As a result, Kathryn Everest, a knowledge management consultant at IBM Canada, developed three options that would be beneficial to the organization and possibly resolve the problems mentioned above. They included document management, communities of practice, and the creation of an expert directory. After much time spent determining which option, or combination of options, would be most beneficial as well as the best implementation plan, Issue Statement International Business Machines (IBM) was founded in New York in 1911 through the merger of three smaller companies and has come to be one of the most profitable and internationally recognized “provider[s] of technology products, services and management consulting.” IBM Canada, headquartered in Markham, Ontario, is responsible for “marketing and service of IBM products” throughout the country. In 1999, IBM...
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...Charles Flint, creates the Computing-Tabulating-Recording Company (CTR) on June 16, 1911. CTR is the precursor to IBM. Of the companies merged to form CTR, the most technologically significant was the Tabulating Machine Company, founded by Herman Hollerith, and specialized in the development of punched card data processing equipment. The Tabulating Machine Company originally sold some machines to a railway company. In 1911, Hollerith, sold the business to Flint, who then created CTR. When the diversified businesses of CTR proved difficult to manage, Flint turned for help to the former No. 2 executive at the National Cash Register Company, Thomas J. Watson Sr.. Watson became General Manager of CTR in 1914 and President in 1915. On February 14, 1924, the CTR name was formally changed to International Business Machines Corporation, later to be abbreviated IBM. IBM employs almost 400,000 employees called "IBMers" by IBM in over 170 countries, with occupations including scientists, engineers, consultants, and sales professionals. Its distinctive culture and product branding has given it the nickname Big Blue. Its employees have garnered five Nobel Prizes, four Turing Awards, nine National Medals of Technology, and five National Medals of Science. IBM has often been described as having a sales-centric or sales-oriented business culture. Traditionally, many IBM executives and general...
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...INFO 410 Case Studies 1-2 Handout General Instructions Case studies are to be performed as described in the syllabus and in the Chapter 1 lecture notes. The questions provided here are NOT designed to be comprehensive steps, just some of the points I’d expect you to address while doing the case studies. So please go beyond the issues identified here; these are just help to get you started. 1. Case Study I-1 IBM’s Decade of Transformation: Turnaround to Growth (starts on page 5) This case study addresses several problems over the history of IBM, so it’s more like a series of little case studies. Focus your attention on the state of IBM when Louis Gerstner took over in April 1993, and address how he could have proceeded from that point. Of course the actual answer is the creation of One IBM, but what other options could he have pursued? Only use the exhibit data through 1994, and you can ignore the discussion of EBOs and other events well after 1994. Since IBM is both a user of IT, as well as an innovator and creator of IT equipment, they have an unusual position compared to many organizations. Focus on the problems IBM faced during this time and the alternatives they faced for dealing with the problems. What is the origin of the problem? Is it a technical issue, or customer relations, or competition, or something else? What functional areas within IBM were responsible for handling each problem (e.g. HR, accounting, marketing, engineering, etc.)? ...
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...Title: The Fall of IBM Date: September 20, 2013 I. Executive Summary The purpose of this case study analysis is to analyze the situation of IBM in the 1990s, to come up with possible mutually exclusive alternatives for IBM’s management and ultimately, to recommend a possible strategy to regain back IBM’s throne in the industry. The problem of the case study is all about the survival of IBM in a much more competitive market ever encountered by the company. And also, overcoming new challenges brought about IBM’s new management and the dynamic technological environment. The methods of analysis used for this case study are the Porter’s Five Forces Model and the ANSOFF matrix analysis. Brief explanations were provided in each of the methods used for analysis. After analyzing the case study, the following three mutually exclusive alternative course of action were developed: 1. Decentralize Management; 2. Invest heavily on research and development and; 3. Partner with suppliers From the alternatives, I recommend that IBM should partner with its suppliers. Collaboration with suppliers will increase business flexibility and executive level business decision support. This will surely bring the most benefit for the company among the other alternatives course of action. The suppliers play a great role in the industry and having strong connections with them can help the company survive and even excel in the industry. Outline and Implementation: ...
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...An Analysis of Case Studies Prepared by Rafiqul Alam Khan Rakibul Haque Department of Finance Page 1 Dhaka, June 05, 2014 Acknowledgement All the praise and appreciation to Allah, the most merciful and beneficent who has enabled us to submit this humble work. We would like to express our special thanks and honour to our course teacher, Sonia Munmun, who guide us in every minute whenever we sought, and who showed us the right track to conduct the study. Finally, we would be happy if the findings of this study could make any contribution in the field of business efficiency. Department of Finance Page 2 Table of Content 7 Abstract Chapter 01: Context and Rationale Preludes: the General Scenario Rationale of the Study Objectives Methodology: Primary & Secondary Sources Limitation Chapter 02: Framework of Case Study Chapter: Foundations of Group Behavior Case Incident 1 Case Incident 2 Chapter: Understanding Work Teams Case Incident 1 Case Incident 2 Chapter 03: Conclusion & Recommendations Conclusion Findings References Department of Finance 8 8 9 9-10 10 11-14 15-17 17-19 20-21 22-24 25-28 29 30 30 Page 3 Abstract Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization...
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...Relevant facts Company specialized in cable and small-bore pipelaying technology Started as a technical division to a major utility Competitive edge gained by its “mole” excavating tools 21 emplyess and over €4,000,000 Electrical and gas bills provide the core of business Questions 1. Analyze the problem presented by the client. Can Alan's problems be re-presented as opportunities? Alan’s problems can be presented as opportunites due to the lack o interest in his work team. He could do something to motivate the team (extra pay, bonus or bigger salaries) so the team can start working on the new action plan Questions 2. Formalise four objetives to protect Make a meeting with all the emplyees, have a motivational talk and see others opinions about the new plan. Explain how the business can grow with new technologies and explain that the company is not going to grow unless the employees chip in their part too. Start researching for information that could lead to new contracts Formalize all new incoming plans. Questions Consider what problems might emerge in reconciling the clients objectives with your own as a consulting team. There could be several problems with the clients objective, the first and foremost that we can think of is a situation where a client asks Exconom to do a job that our employers are not trained to complete, making the consulting team look unprepared. Major problems to solve Bad attitude around the work team The...
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...Assignment 1, 2013 – Case Studies Tutorial-based group assessments Due: See ‘Due Dates for Case Study Submission’ section Marks: 30% of the total marks for the unit Background – Learning with Cases Harvard University, probably the most famous source of teaching cases, describes these resources as follows: “Teaching cases – also known as case studies – are narratives designed to serve as the basis for classroom discussion. Cases don’t offer their own analysis. Instead, they are meant to test the ability of students to apply the theory they’ve learned to a ‘real world’ situation … where good accounts of specific events can help exemplify and illuminate theory” (Harvard, 2000). The use of cases based on or around real organisations and/or current issues provides an entirely different approach to learning from that of lectures or more conventional tutorial exercises, where students solve specific problems in isolation from the world of business. Case preparation is a significant part of both undergraduate and postgraduate business study – particularly in the English-speaking world – and it is important to learn to do it effectively and efficiently. I have provided two introductory readings to help you with this process: “Learning Information Systems with Cases” (a pdf file available from your KXO223 MyLO resources) and “Notes on Writing a Case Study Report” (included in this document as Appendix A). Please begin by reading these carefully. Cases are usually based around...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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...Midsouth Chamber of Commerce, Competency and Complacency A Case Study Analysis: JADE Stone Regis University Abstract Your abstract should be one paragraph and should be between 150 and 250 words. It is a summary of the most important elements of your paper. Your abstract should accurately represent your paper, be non-evaluative, coherent and readable, and concise. The abstract is a single paragraph without indentation. See The APA Publication Manual, 6th edition, p. 27 for additional details on writing an abstract. Midsouth Chamber of Commerce, Competency and Complacency: A Case Study Analysis This Midsouth Chamber of Commerce MSCC Case Study is an examination of how NOT to manage information technology. Many things went wrong in this organization’s pursuit of greater efficiency. While some of it can be attributed to natural but painful growth, basic human character and leadership flaws account most of the problems MSCC endured. I will analyze the mistakes that were made which led to internal strife, crippled productivity and decreased morale. I also want to assess the performance of Mrs. Sage Niele, their newly appointed Vice President/Chief Financial Officer. Finally, I will critique what we are told about Data Management Associates (DMA), and their contract with MSCC. Caught In The Middle Of Technology The Midsouth Chamber of Commerce had been in business for over 80 years. They knew what they were doing, and they knew how to anticipate the needs of...
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